TA Maintenance Planner/Scheduler Job Description Rev 1.

0 July 2018

Job Description

Job Role: TA Maintenance Planner/Scheduler

Career Community OperationsMonday

Job Family Summary OPS-Maintenance

Maintenance coordinates and manages routine and/or major/turn-around maintenance planning,
scheduling, and execution. It may require supervising and managing Maintenance employees, and
oversight of service providers. It may also require interfaces with Operations, Logistics, Projects,
Construction, Engineering, and other organizations. Efforts are focused on effectively managing
personnel and process safety risk, cost, and optimizing operations to ensure safe, reliable schedule
and profitable performance.
Job Role Summary

Maintenance Planner / Schedulers should have good understanding of safety, health, and
environmental requirements (SHE), work selection criteria, work planning, norms estimating,
procurement practices, business practices and controls, contractor interface awareness, development
of job packs, etc. They should also be skilled in scheduling work tasks to ensure efficient resource
utilization, excellent coordination between operations (equipment readiness / permitting), material
availability, construction equipment support, and labour crew (skills) composition and assignment.
Typical Job Positions may include: Maintenance Planner / Scheduler, Maintenance Lead,
Planner/Scheduler. They are also tasked with ensuring high "time on tools" worker utilization and
ensuring well coordinated plans between equipment availability (operations), parts, materials,
supplies, contractor support, and EM job oversight.

Job Role Responsibilities

 Applies planning logic, such as, lead, lag, critical path and milestones.
 Applies advanced functions of Work Scheduling Tools.
 Resolves scheduling issues, including: Negative Float, Out-of-sequence updates,
resource overloads, scope change, progress validation, etc.
 Demonstrates good leadership skills in Work Team meetings to remove barriers and
steward action items and cost profile to work plan, schedule and cost estimates.
 Able to adequately assess work contingencies with schedule impact, lead coordination
activity between teams should contingencies arise.
 Provides input to TA maintenance work Contracting/Procurement strategy and stewards
to that plan.
 Develops resource plans with TA Execution lead, and Operations across all disciplines.
 Identifies and monitors all critical and sub-critical paths for the total event.
 Educates field execution personnel on look-ahead schedules, and helps ensure timely
work progression.
 Develops a complete job plan/schedule with materials, resources and timeline.
 Provides input into material of construction selection and management.
 Plans, estimates, tracks and schedules Turnaround Changes (TCR's)

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

Functional Skills

Below is a list of the function skills required to be a TA Maintenance Planner/Scheduler

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

Skill Descriptions

(F) Maintenance Management

Job Family: Maintenance

Description
Skills related to reliability and maintenance principles, cost estimates, scheduling, cost control,
procurement activities, management of internal and external relationships

Proficiency Level Descriptions

Level 1 Level 2 Level 3 Level 4
• Knowledge of • Fully understands the • Able to deploy the • Serves as adviser to
Maintenance and Maintenance and necessary maintenance senior management on
Reliability Processes Reliability Processes work practices and maintenance and
and Best Practice • and Best Practice. • resources to deliver reliability issues. •
Familiar with risk- Good knowledge of unit operations Experience with and
based equipment maintenance and consistent with understands the
strategy philosophy reliability tools. • minimum acceptable methodology of
and risk-based work Understands and qualified targets for surveying and
selection matrix stewards all key reliability, availability, benchmarking
process. • Able to processes that support and total life-cycle worldwide EM, OBO,
review the maintenance. • Able to costs. • Excellent and competitor
Maintenance and lead work team in knowledge of the work operations and
Reliability System effective maintenance selection process, extracted best practices
document for unit / planning and execution especially for a unit of for EM
zone operations. • as defined by a complex production implementation. • Able
Capable of equipment strategies. • system with multiple to lead a team of
participating in an Able to analyse types of equipment. • experts to troubleshoot
equipment strategy equipment-related Champion of M&R complex maintenance
team discussion. • downtime drivers and best practices, and reliability
Familiar with develop corrective shutdown planning problems outside of
equipment downtime actions to address the (SDMS) or turn- home organization. •
reporting. • root cause. • Applies around management Capable of developing
Understands the appropriate principles system as adopted by at least one
importance of QA/QC of field mechanical organization. • maintenance and
as applied to work quality Capable of mentoring reliability system that
maintenance and expectations to ensure and coaching less is applicable for more
construction and work is “done right” experienced personnel than one Production
provides appropriate and "done safely". • in operations support Unit or facility. •
guidance. • Demonstrates good and surveillance. • Influences broad based
Understands and leadership skills in Role Model in driving maintenance
adeptly applies proper negotiating with, and expectations to achieve Planning /
project management holding contractor "Maintain it Right" or Scheduling / Execution
and work contracting accountable for their “Build it Right”. • expertise. • Same as
strategies (Lump Sum, field safety and Experience in Level 3 but has a
Time & Material, execution performance managing multiple key broader impact and

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

Norms, etc.) (scope compliance, maintenance contracts sphere of influence

Understands proper cost, quality, including vendor (typically outside of
categorization of efficiencies, etc.) • screening, bid analysis the site or the
capital and expenses. • Strong awareness of (safety, quality, organization) •
Basic understanding of factors that drive reliability, competency Knowledgeable to
maintenance cost maintenance costs, balanced with costs) advise senior
estimating, scheduling, demonstrates good and contractor management
budgeting, and cost cost control skills and interface management. concerning potential
controls. • Recognizes budget management. • Able to provide maintenance, Turn-
logistics and supply Demonstrates detailed input on the Around, or project
chain role in commitment to maintenance management practice
successful leveraging bulk implications of key innovations, etc. •
maintenance purchase opportunities portions of a project • Champions
management and able where practical as cost Helps shape overall Procurement /
to advise saving move, able to Maintenance execution Maintenance synergies
Logistics/Procurement aptly execute strategies within for regional or global
on local needs, has procurement processes responsible area with impact, expert
good understanding of with minimal guidance accountability for knowledge in
procurement • Accurately interprets, Capital and OPEX procurement
processes. Able to adheres to, and budgets. • Actively processes.
demonstrate enforces contractual works with Demonstrates ability to
knowledge via obligations with Procurement to influence key
performing SAP represented workforce innovate purchase decisions in
transactions • and demonstrates patterns and contracts Procurement •
Demonstrates basic ability to effectively to reduce maintenance Establishes a vision of
understanding of manage conflicts that cost profile, developing a
labour relations and arise in daily activities contributes to workforce that creates
builds an • Detailed improvements in the a competitive
understanding of key understanding of the procurement processes advantage for the
clauses in the labour requirements for by evaluating company and fosters
agreement • Basic managing third parties. performance and collaborative
understanding of the Has participated in the providing mentorship • relationships with
requirements to selection process and Represents the represented
manage third parties, has helped assess company effectively in workforces • Same as
including work scope, contractors daily interactions with Level 3 but has a
selection, assessment union representatives broader impact and
of risks and collaborates with sphere of influence
HR and legal to (typically as a Sponsor
effectively negotiate / Administrator and /
labour agreements • or outside of the site or
Same as Level 2 with organization)
demonstrated
leadership in one or
more areas such as:
selecting companies,
interface management,
contractor assessments

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

Potential Meaningful Experiences -- Examples of opportunities to exhibit this skill

Level 1 Level 2 Level 3 Level 4
• Involved in daily • Assisted maintenance • Led in the work • Designed or
maintenance work planners in developing selection process of a optimized a
selection planning daily, weekly, and complex operation maintenance
meetings. • annual scheduling with multiple types of organization. •
Participated in using M&R best equipment. • Advised Upstream
shutdown planning and practices. • Participated in a senior management on
job execution. • Participated in the Maintenance maintenance and
Reviewed the development of Leadership Team to reliability issues. •
Maintenance and equipment strategies. • develop shutdown Surveyed and
Reliability System Reviewed equipment using SDMS and benchmarked
document to ensure repair records to M&R best practices. • worldwide EM, OBO,
effective Operations identify performance Mentored less and competitor
support. • Participated deficiencies in terms experienced personnel operations and
in an equipment of reliability, repair in operations support extracted best practices
strategy team costs, maintenance and surveillance. • for EM
discussion. • Utilized program success, and Developed implementation. • Led
the computerized repair frequency. • maintenance a team of experts to
maintenance Reviewed and trended procedures for a new troubleshoot complex
management system to condition monitoring facility. • Experience maintenance and
generate KPIs and data to determine as a High Complexity reliability problems
retrieve data. • improvement TA manager or Project outside of home
Participated in M&R opportunities. • Manager • Been a organization. •
Network. • Served as a Identified, tracked, member of an Participated in the
Planner/Scheduler in a interpreted, reported, Integrated Event or development of at least
PU. • Served as a and initiated corrective Turn-Around Steering one maintenance and
Maintenance action on key Committee. • Has set reliability system that
Technician in performance indicators aggressive is applicable for more
Programmatics. • for a production maintenance targets than one EM facility. •
Worked as project system. • Participated for an area of Led a team of SMEs
engineer or supported on a vendor audit responsibility - and has for design reviews,
TA, or maintenance team. • Planned and successfully led team risk assessments,
SLS • Experience as a supported execution of to deliver on those HAZOPS, cold eyes
low complexity TA at least one RCFA. • goals. • Has actively reviews, design
manager or Execution Participated in a mentored others in readiness reviews, or
Lead • Understands management of change implementing other key project
basic roles of project review for operations maintenance best activities related to
support functions, etc. with a high potential practices. • Site maintenance and
• Has worked with a impact on equipment maintenance manager reliability. • Served as
multi-discipline team availability for a operations
to optimize delivery of production facility. • representative to a
maintenance services Developed a facility capital project and
to meet operating shutdown plan using participated in the
team's needs. • Has M&R best practices development of the
been directly involved into logical detailed maintenance and
in providing or over- steps. Demonstrated reliability system. •

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

seeing maintenance / teamwork skills and Served as EM

construction work behaviours that representative to work
(either in routine, support team-based with equipment
construction, or T/A behaviours. • manufacturers to
setting). Experience as a identify optimum
Medium Complexity health monitoring
TA manager or Project requirements for
Manager • Has been complex machinery
responsible for work software and tools. •
execution related to a Recognized as EM
medium size project or Global expert in
T/A. • Participated in Maintenance and
site adoption of Reliability Program
maintenance best and has been providing
practice or new remote guidance to
maintenance software other PUs. •
tool. • Has engaged Recognized within
with contractor company as Subject
service/work structure Matter Expert • Expert
negotiations. knowledge leading
complex maintenance
activities. • TA, SD, or
Major Projects
planning experience •
Regional and/or
Global influence

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

Skill Descriptions

(F) SSHE Management - Operations and Maintenance

Job Family: Operations

Description
Skills related to ensuring safe operations, health, security, personnel and equipment safety, as well as
compliance with environmental regulations.

Proficiency Level Descriptions

Level 1 Level 2 Level 3 Level 4
Personnel Safety • Personnel Safety • Personnel Safety • Personnel Safety •
Demonstrates an Demonstrates Acts as a role model Influences the broader
understanding of the commitment to the within the elements of organization to
various elements of the various elements of the the Company's safety improve performance
Company's Company's program(s) program and in
program(s). Actively that shape an effective demonstrates an identifying/managing
participates in LPS, safety culture and unyielding risk and executing the
safety meetings and helps identify and commitment to safety Company's safety
toolbox talks, etc. manage risk. Takes versus other business program. Takes
Recognizes basic personal accountability objectives. Influences ownership for
safety and any for the safety the team to not only understanding status of
applicable health performance of comply with, but also local and broader
hazards (e.g. noise, personnel under improve performance safety management
benzene, asbestos, his/her supervision. in identifying and systems execution and
Legionella, etc.) Communicates in a managing risk. Leads assures that gaps are
associated with the fashion that motivates initiatives to improve identified and
working environment and helps others to safety management resourced. Serves as a
and knows/complies understand that safety system performance. trainer / assessor /
with the Company is a core value and Demonstrates personal administrator / sponsor
rules in place to never compromised. commitment by and/or outside of the
protect against those Leads LPS activities, participating in site or organization.
hazards. Process safety meetings and assessments and Process Safety •
Safety • Basic toolbox talks. training. Process Influences the broader
understanding of Identifies opportunities Safety • Identifies organization to comply
process safety hazards to reduce risk and improvement with and improve
and risks in operating improve safety opportunities to better performance in
areas (furnace performance. Actively address process safety Process Safety
flooding, brittle coaches others when hazards in relevant (typically as a trainer /
fracture, vessel deviations in risk areas. Routinely helps assessor /
rupture, facility or tolerance and/or others understand administrator / sponsor
mainline releases, following the process safety tasks. and/or outside of the
etc.). Understands Company rules are OIMS • Sets high site or organization)
barriers to prevent observed. Process expectations for OIMS • Influences the
process safety events. Safety • Detailed effectiveness of OIMS broader organization to
OIMS • Basic understanding of systems (elements, comply with and

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

understanding of Process Safety and expectations and improve OIMS

OIMS systems related OIMS systems. guidelines) and performance.
(elements, In depth knowledge of routinely monitors key (typically as a trainer /
expectations and process safety hazards, relevant systems assessor /
guidelines) which may risks and barriers to (COD, envr administrator / sponsor
include T1 BP, prevent events at the compliance tasks, and/or outside of the
OCVM, Potentially site (furnace flooding, alarm mgmt., ER site or organization)
Higher Risk Activities brittle fracture, vessel drills,
and Life Saving rupture, facility or contractor/vendor
Actions as applicable. mainline releases, monitoring ….). Uses
etc.). Knows lessons OIMS which may
from past process include T1 BP,
safety events. OCVM, Potentially
Understand the Higher Risk Activities
""why"" behind EM and/or Life Saving
standards and systems. Actions to manage the
Able to identify and business - understands
mitigate potential the ""why"" of OIMS
process safety hazards. and educates others.
Routinely applies
process safety
knowledge. OIMS •
Detailed understanding
of OIMS systems
(elements,
expectations and
guidelines) which may
include T1 BP,
OCVM, Potentially
Higher Risk Activities
and Life Saving
Actions as applicable.

Potential Meaningful Experiences -- Examples of opportunities to exhibit this skill

Level 1 Level 2 Level 3 Level 4
• Participates on an • Helped lead unit/area • Helped lead site • On Global team to
incident investigation adoption of SSHE adoption of SSHE develop Best Practice
team • Participates program, such as LPS. program, such as LPS. in a safety area • Leads
positively in safety • Leads incident • Lead incident major incident
meetings and toolbox investigations for investigations using investigations • OIMS
talks • OIMS system lower consequence root cause failure system owner for
practitioner • Provided events. • Identifying analysis • Identifies organization site •
input to IMPACT or continuous and follows through on Leads contractor
other incident improvement ideas • continuous buddy management
reporting system. Lead effective Safety improvement items for program
meetings and tool box OIMS, etc. • OIMS
talks • Leads OIMS system administrator
execution at site or for the organization •

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

OIMS administrator at Drives continuous

site / zone level. • improvement based on
Conducts OCVM OCVM and LPS
assessments • results • Participate in
Participate in internal external OIMS
OIMS safety assessment. • Site /
assessments • business unit
Developed and/or representative to
reviewed JSA. respective SSHE
Conducted LPO's Network. • Participates
in contractor buddy
management program

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

Skill Descriptions

(F) Maintenance Planning

Job Family: Maintenance

Description
Skills related to developing work scope, cost estimate, bill of materials to ensure maintenance is
conducted according to overall site or business maintenance philosophy.

Proficiency Level Descriptions

Level 1 Level 2 Level 3 Level 4
• Has basic understanding of • Able to apply planning • Able to teach • Global resource
Routine Maintenance cost logic, such as, lead, lag, best practices and or advisor in
estimating (e.g. time & critical path and Planning Tool M&R Best
material, norms based, etc.) milestones • Able to functions • Practices for
and cost controls methods. • provide input to Demonstrates Planning and/or
Understand Reliability & maintenance work good leadership Scheduling. • Can
Maintenance Principles and Contracting/Procurement skills in support complex
Best Practices (e.g. Risk Based strategy and steward to negotiating with, "what if"
Work Selection, Annual that plan • Demonstrates and holding scenarios • Able
Maintenance Plan, etc.) • good leadership skills in organization / to develop and
Knowledgeable of DOAG Work Team meetings to contractors improve Planning
limits, Business Practice remove barriers and accountable for & Estimating
Controls as relates to contractor steward action items and their execution Tools • Capable
services procurement. • Able to cost profile to work plan performance of designing a
apply basic functions, plan and cost estimates. • (scope complete
simple or basic maintenance Able to plan complex compliance, cost, planning and
jobs in applicable Planning & job and develop resource timing, efficiency scheduling
Estimating Tools • Familiar plan with Scheduler, targets, etc.) • process and
with maintenance management Execution lead, and Able to apply organization for a
system tools, e.g., Operations across all basic functions of specific operating
IPES/NAPES disciplines. • Knowledge Work Scheduling area, site, or zone.
SAP/STRIPES/GEMS/SAP of the planning process, Tools • Able to
PM, etc. to retrieve information procedures, and tools. • apply advanced
from database. • Familiarity Understands and functions of
with construction techniques stewards all key Planning Tools,
and able to use construction processes that support including
resources to complement M&R. • Able to contingency
maintenance programs when optimize work and break planning •
necessary. • Recognizes it into logical detailed Knowledge of
logistics and supply chain role steps. control systems
in successful maintenance and tools such as
management and able to advise CIMS. • Able to
Logistics/Procurement on local influence
needs. • Understands the operating team on
evaluation process or tool used shutdown / turn-

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

to determine the cost benefit around / major

ratio for each activity. maintenance
scope and timing.
• Capable of
leading a cold
eyes review team
on major
maintenance
activity. •
Capable of
mentoring and
advising others
on Planning,
Scheduling, and
the Shutdown /
Turn-Around
Management
Process as may
be applicable.

Potential Meaningful Experiences -- Examples of opportunities to exhibit this skill

Level 1 Level 2 Level 3 Level 4
• Has worked with M&R Best • Participate in gate • Mentored less • Tool Custodian
Practices. • Utilized review meetings for experienced or Advisor •
computerized planning and complex events, like personnel in Recognized as an
Best Practice tools. • Involved major projects or previous work or EM Global expert
in work prioritization and construction events • jobs. • Has within
planning discussion. • Prepared Developed cost compiled Annual Maintenance
a complete plan for routine estimates for major Maintenance Plan Planning and
scheduled maintenance for 21- maintenance activities. • Worklist • Lead Execution
day cycle. • Involved in Participated in OIMS gate review community. •
maintenance management assessment on project meetings for Surveyed and
system (i.e. planning and execution. major projects or benchmarked
IPES/NAPES/STRIPES/GEMS • Equipment [Asset] construction worldwide
SAP/SAP PM) data retrieving Strategy Team Member • events • Network maintenance
activities to generate data for Participate on Annual member • Site performance. •
planning and scheduling. • Maintenance. Plan Team trainer for Plant Conducted
Experience in basic field Maintenance several cold eye
scoping and cost estimating. • support tools / reviews on
Has worked as Area Execution applications • Has project planning
Lead. • Has a thorough worked as Lead and execution as
maintenance knowledge of the Planner • Has specified by
equipment to be planed for. worked as EMCAPS or
Scheduler for other work
area within site. management
system. •
Conducted
Company schools

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

on the subjects of
Maintenance
Planning and/or
Scheduling.

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

Skill Descriptions

(F) Maintenance Scheduling

Job Family: Maintenance

Description
Skills related to scheduling personnel, material, and equipment in order to maximize efficient
resource utilization in the execution of maintenance or construction activities. Coordinating work
scheduling with operations, logistics and maintenance.

Proficiency Level Descriptions

Level 1 Level 2 Level 3 Level 4
• Able to apply basic • Able to apply • Able to teach Work • Able to develop and
functions of Work advanced functions of Scheduling best improve best practices
Scheduling Tools as Work Scheduling practice • Able to • Able to develop and
applicable. • Tools as applicable. • apply basic functions improve work
Understand Reliability Able to adequately in applicable Planning practices • Able to
& Maintenance assess work & Estimating Tools • develop and improve
Principles • contingencies with Able to organize and Work Scheduling
Knowledgeable of schedule impact, lead lead schedule Tools
DOAG limits, coordination activity optimization reviews
Business Practice between teams should with Lead Planners
Controls as relates to contingencies arise • and all vested
contractor services Able to identify and personnel • Site
procurement. • monitor critical and custodian for
Knowledgeable of site sub-critical paths for Scheduling Tools •
workforce efficiency major events • Able to Track / analyse work
goals, and how their educate field execution progress and forecasts
job impacts actual personnel on look- for multiple projects.
performance vs. ahead schedules, and Identify productivity
targets. help ensure timely issues and recommend
work progression. • plan to improve
Able to resolve maintenance work
scheduling issues, productivity.
including: Negative
Float, Out-of-sequence
updates, resource
overloads, scope
change, progress
validation, etc.

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

Potential Meaningful Experiences -- Examples of opportunities to exhibit this skill

Level 1 Level 2 Level 3 Level 4
• Field scoping and • Participate in gate • Lead gate review • Recognized as
estimating • Area review meetings for meetings for complex Subject Matter Expert
Execution Lead • complex events, like events • Network • Regional or Global
Maintenance Planner Majors • Site Master member • Site trainer Advisor • Tool
for area within site Scheduler for Scheduling Tools Custodian or Advisor

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

Skill Descriptions

(B) Manages Risk

Description
Makes clear distinction between different types of risks (SSHE, operational, financial, commercial,
geopolitical, and personal); recommends when to eliminate or mitigate risk and when to embrace it;
identifies, assesses and prioritizes risks to assure they are managed appropriately to achieve business
goals

Proficiency Level Descriptions

Level 1 Level 2 Level 3 Level 4
• Understands that risk • Identifies, assesses, • Evaluates options, • Assesses risks in
is an inherent part of and appropriately costs and benefits critical situations that
business and that we mitigates risk through when recommending could potentially
must proactively prompt thorough or making risk based impact the
manage all forms of action • Fully decisions across organization as a
risk as we conduct our understands the organizations • whole and leads
business • Understands potential outcomes Advises others on the change in direction or
the different types of associated with risk management of risks alternative course of
risk and willing to taking and correctly and assessing their action when necessary
articulate concerns • weighs costs and impacts • Anticipates • Identifies future risks
Supports the process benefits • Exhibits industry changes and and ensures mitigation
of gathering conviction by taking identifies key plans are in place
information to identify on personal and underlying risk issues across interrelated
and mitigate potential business / commercial and trends aspects of the business
risks risk as a necessary • Empowers
factor to achieve organizations and
significant business develops a culture that
improvement rewards responsible
risk taking as an
enabler for innovation,
growth and progress

Potential Meaningful Experiences -- Examples of opportunities to exhibit this skill

Level 1 Level 2 Level 3 Level 4
• Constructively ask a • Assess the risk of • Lead a team that • Design systems
challenging question some component of must make risk-based and/or teaches others
during a team meeting work activity • Capture decisions • Hold a to lead risk
to ensure that learnings from a failed supervisory position identification and
contentious issues are initiative and share responsible for mitigation activities •
surfaced and worked • with others so similar stewarding and Lead an organization
Participate on a team risks can be better executing a Business or effort that must
that must make risk- understood • Continuity Plan • make risk-based
based decisions; e.g. Regardless of the Review and approve decisions; e.g. business
risk screening of an outcome, recognize normal operating, controls self-

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

MOC for a physical team or member who maintenance or assessments, Process

facility change, an took a calculated risk • business Hazard Analysis,
operating procedure Lead regular work processes/procedures • Scenario Based Risk
change or a business team meetings to Lead/participate in an Assessment, OIMS
process/personnel manage higher risk OIMS Internal External Assessment •
change • Identify work activities • Assessment Review and approve
process or personnel Participate in a risk- the integrity of critical
safety hazards or based analysis, e.g. operating, maintenance
abnormal situations in MOC endorsement for or business processes /
the workplace a normal procedure or procedures
process change,
Process Hazard
Analysis, Scenario
Based Risk
Assessment, etc.

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

Skill Descriptions

(B) Communicates Effectively

Description
Recognizes that effective listening is necessary for successful communication; communicates
information and ideas in a manner that engages the audience; uses appropriate interpersonal styles
and techniques to gain acceptance of ideas or plans

Proficiency Level Descriptions

Level 1 Level 2 Level 3 Level 4
• Listens actively, • Uses the appropriate • Communicates • Enables
summarizes level of detail and complex concepts to organizations to help
information and asks data, diving into others effectively, solve complex
appropriate questions details when necessary speaks with authority, problems with highly
to fully understand but quickly elevating is confident and builds effective
concepts, activities, to focus on the broader buy-in internally communication
and commitments • Is objectives • and/or externally • techniques • Develops
able to remain Appropriately prepares Facilitates discussions and implements agile
objective, empathetic, information and to achieve collective communication
and a good listener communications in a objectives • Guides strategies to support
when facing conflict • clear and concise others to be empathetic complex projects •
Supports the manner for different of diverse perspectives Creates an
development of audiences • Able to and needs, leveraging environment of
consistent messages think during rapidly others’ points of view effective listening,
and materials • Is open changing situations and interests to create open discussion and
and receptive to new and respond to support communication across
ideas questions even when the organization •
unexpected • Pays Adjusts
attention to communications plans
environmental and and style to inspire and
non-verbal cues while create alignment
taking people’s among diverse
interests, audiences
circumstances and
cultural background
into account • Takes
personal risk to
effectively and
candidly communicate
difficult messages

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

Potential Meaningful Experiences -- Examples of opportunities to exhibit this skill

Level 1 Level 2 Level 3 Level 4
• Prepare basic • As a supervisor, • Prepare and deliver • Communicate an
presentation to share presents difficult presentation for senior upcoming change
within work group • concepts at an leadership • Facilitate across the organization
Take and communicate appropriate level of network discussions • and/or externally •
summarized meeting detail for management Communicate Develop global
notes/minutes • Prepare and deliver ExxonMobil’s communication plan
presentation within a positions to the for corporate strategy •
group • Communicate community in which Take a leadership role
with virtual teams we operate or to other in external conferences
across multiple time external entities • • Be a subject matter
zones • Deliver a Present the company’s expert for a local or
presentation at an position at a industry specific media
industry event or governmental interview
conference • Represent proceeding
company position with
external partners

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TA Maintenance Planner/Scheduler Job Description Rev 1.0 July 2018

Skill Descriptions

B) Collaborates

Description
Encourages mutual cooperation across the organization and appropriate external relationships;
supports teamwork and promotes a positive atmosphere; respects team decisions; makes an effort to
come to agreement; combines different perspectives to gain insight and achieve superior business
results for the whole organization

Proficiency Level Descriptions

Level 1 Level 2 Level 3 Level 4
• Values and is ready • Recognizes and • Involves cross- • Creates a
to learn from different actively works to organizational collaborative
points of view • leverage the members and teams environment across
Recognizes that intersection of various when making difficult multiple organizations
connecting with others work groups and their decisions or plans • and industry as needed
helps achieve business objectives • Willingly Creates an to meet business needs
results and asks for yields personal work environment where • Introduces and
assistance where group objectives for individuals and teams executes effective
appropriate • Engages the benefit of business are motivated to collaboration strategies
positively in team results • Makes an participate and share to help resolve cross-
situations by sharing effort to come to their ideas • organizational
knowledge and agreement when Anticipates and conflicts and/or
resources • working with others addresses potential improve alignment
Collaborates with and supports team misunderstandings and within the
external parties in an decisions • Knows disruptive conflicts on organization’s culture •
ethical manner that how organizations and a cross-organizational Ensures the successful
demonstrates industry works and basis • Recognizes implementation of
ExxonMobil’s how to obtain results when collaboration is complex projects and
corporate values through formal effective to deliver strategies through
channels and informal business results and communication and
networks enhance decision change management
making activities •
Manoeuvres through
complex political
situations effectively

Potential Meaningful Experiences -- Examples of opportunities to exhibit this skill

Level 1 Level 2 Level 3 Level 4
• Organize team event • As a supervisor, • Facilitate Leadership role in cross
• Participate on a conducts sessions with interdepartmental organizational or external
body • Lead a cross-company
virtual project team • peers to promote discussions with no network • Negotiate a
Utilize Globe Smart or knowledge sharing and authority • Create significant external
similar tools to lessons learned brainstorming forum to agreement • Lead cross-
understand team between workgroups • resolve complex issue organizational

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dynamics • Participate Facilitate team • Assemble talented

in annual team discussions • Build a staff for major project
alignment meeting network of peers in • Lead cross-cultural,
other countries • cross-organizational,
Attend cross or virtual meetings or
organizational network projects • Facilitate
meetings • Leverage cross organizational study/project/assessment •
network to enable network meetings Leadership role or voting
team’s success (regional) • Network member on external industry
with leaders from committee
other parts of the
company to build an
understanding of
where potential
opportunities could lie
externally

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Skill Descriptions

(B) Makes Sound Decisions

Description
Focuses on what is right and manages the consequences as needed; weighs outcomes to determine
the best course of action; recognizes and encourages personal and/or business risk; defines and
selects alternative solutions. Uses judgment when appropriate to make timely decisions to ensure
value is maximized

Proficiency Level Descriptions

Level 1 Level 2 Level 3 Level 4
• Makes decisions • Uses experience and • Able to make • Anticipates and
objectively that are judgment as well as decisions in high- efficiently resolves
well thought out • Is qualitative and pressure and time critical issues with
decisive, prioritizes quantitative sensitive situations • company-wide impact
analysis needed to information to make Weighs the short- and • Creates an
make decisions with a effective and timely long-term implications environment where
sense of urgency • decisions • Efficiently and risks of decisions employees take
Recognizes when to evaluates the “pros” in a timely manner • ownership of decisions
consult with others to and “cons” of decision Balances business risk and apply lessons
gain understanding of alternatives and the vs. reward when learned for the good of
the impact associated potential impact to the making appropriate the company •
with decisions • organization • decisions to maximize Empowers
Engages other Consistently produces value • Analyses and organizations to be
stakeholders objective fact-based anticipates situations able to make decisions
appropriately in decisions that align to make impactful quickly, when needed
decision making with and reinforce decisions that generate
process corporate values • value across
Exhibits conviction organizations
and pushes back on
requests that add little
perceived incremental
value

Potential Meaningful Experiences -- Examples of opportunities to exhibit this skill

Level 1 Level 2 Level 3 Level 4
• Participate in study • Facilitate cold eye • Lead a team charged • Lead teams in a
where you make a and after action with developing a set highly complex series
recommendation • reviews and uses of recommendations in of business / other
Make decision in the insights to make a complex set of criteria to make
face of incomplete or decisions • Hold a business / other criteria decisions impacting
imperfect information supervisory position • Make critical across organizations or
that requires quick operational or financial the company
action and constant decisions with
decision making • significant impact to

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Recognize employees the organization

that make decisions
free from bias or
emotion

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Analytical

Description
Objectively identifies and understands issues, problems, and opportunities; compares data from
different sources to draw conclusions; thinks critically while evaluating problems and formulating
solutions; uses judgment for choosing a course of action or developing appropriate solutions

Proficiency Level Descriptions

Level 1 Level 2 Level 3 Level 4
• Processes • Questions decision • Analyzes situations • Assesses complex
information in a making based on where information is situations and
logical and structured established paradigms more abstract, subtle, discovers underlying
way • Ensures emotion and/or conventional and undefined • causes and patterns of
and peer pressure does wisdom • Investigates Actively guards problems that are not
not unduly influence the problem in a against confirmation obvious to others •
conclusions • sufficient manner, bias, challenging Generates outside of
Comprehends and considering various assumptions and all the box solutions with
integrates available angles and the sides of an argument cross-organizational
data into usable minimum needs of the and conclusions impact, tracking
formats to assist with business • Analyzes through data • performance to ensure
work • Asks questions situations where Encourages others to effectiveness • Creates
to understand information is indirect consider all causes and an environment that
problems and gathers or vague, effects of problems encourages creative
information needed to differentiating required and provides unique problem-solving •
identify causes from unnecessary data insights and solutions Utilizes advanced
• Creates a number of analytical techniques
possible options that to address problems
could be utilized in with company-wide
tackling the issue reach

Potential Meaningful Experiences -- Examples of opportunities to exhibit this skill

Level 1 Level 2 Level 3 Level 4
• Track and analyze • Perform final data • Lead data analysis on • Lead data analysis on
financial or operations analysis for P&B, process redesign team a cross-organizational
performance • Gather F&O, or engineering or incident process redesign team
data in support of process • Participate in investigation team or or incident
redesign team • data analysis as part of engineering study investigation team or
Conduct competitive process redesign team within an organization engineering study •
analysis to improve or incident • Conduct market or Conduct market or
business decisions • investigation team or engineering analysis to engineering analysis to
Identify gaps and engineering study • develop business or develop business or
quality issues in data Troubleshoot / resolve operational or operational or
and propose solutions unit operating issues • technical strategy technical strategy
Teach team members within an organization across organizations
how to break down
projects into
components or tasks

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Skill Descriptions

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Appendix 1

GRS 6F Overview

INTRODUCTION

This document provides an overview of the Work Practices that support Element 6F - Shutdown/Turnaround Work
Planning, Scheduling and Execution (P/S/E) - of the Global Reliability System (GRS) for ExxonMobil Chemical,
Production, and Refining & Supply business lines in ExxonMobil Corporation and its affiliates. It also briefly explains
the interfaces between Element 6F and other Elements of the GRS.

PURPOSE

Prepare an optimum Turnaround/Shutdown work execution plan and schedule, including capital projects to meet
Safety/Health/Environmental, Reliability/Quality, Schedule, and Cost targets. Effective planning and scheduling
ensures materials, personnel, tools, permits and operating equipment are available for work execution when required by
the schedule.

INPUTS TO SHUTDOWN/TURNAROUND P/S/E

Work requests come into shutdown/turnaround P/S/E from three main sources. Mitigation plans in Equipment Strategies
(GRS Element 6C) that address all credible process, mechanical and material degradations should contain the majority of
the work from a cost perspective. Unplanned repairs (functional failures) and other ad hoc work requests flow to the
shutdown/turnaround P/S/E from the Work Selection Process (GRS Element 6D). Finally, capital projects (GRS
Element 3) may include some portion of work that needs to be executed during the shutdown/turnaround event.

The longer-term outlook for shutdowns/turnarounds is identified in the site's long-range plan (GRS Element 6A). In
effect, this outlook represents the first step in the planning and preparation process for each event and formally initiated
with the nomination of the Event Leader.

All approved work items are combined into an integrated worklist that becomes the basis for the detailed planning
activities.

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MAIN ELEMENTS OF SHUTDOWN/TURNAROUND P/S/E

 Coordinate a complex set of planning and preparation activities following a turnaround milestone "count-down"
plan. This milestone plan covers all major activities that must be addressed in preparing for a successful
shutdown/turnaround.
 Establish the objectives, basis and key constraints for the Shutdown/Turnaround Planning Team as documented in
the Shutdown/Turnaround Basis Memorandum and the Milestone chart, and start the shutdown/turnaround
preparation work.
 Ensure from the start of preparation until the completion of execution, only the needed work is done and accurate
cost outlooks are available.
 Provide the organizational structure, resources and instructions required to manage the approved work scope and
timing requirements.
 Ensure that all activities are arranged in such a way that the downtime is minimized while achieving the
shutdown/turnaround goals. Develops a detailed schedule of work for the shutdown/turnaround event and resolve
schedule and/or resource constraints
 Provide a structured program of meetings and reports that communicate required information to affected personnel.
 Fully integrate and optimize Projects, Inspection, Technical and Process/Operations requirements into the overall
S/D-T/A plan and to maximize overall efficiency of S/D-T/A execution.
 Ensure that all safety, health, and environmental considerations are incorporated into the S/D-T/A plan to achieve
the SHE expectations of management.
 Executes the approved work per the agreed upon schedule with high compliance.
 Steward the overall shutdown/turnaround P/S/E performance
 Utilizes a continuous improvement process that systematically addresses deficiencies and improvement opportunities
in the planning, scheduling, execution and other relevant processes

WORK PRACTICES SUPPORTING SHUTDOWN/TURNAROUND P/S/E

At total of 8 "A" practices for shutdown/turnaround P/S/E are being prescribed as part of GRS - refer to the definition of
A/B/C practices located at the GRS intranet web site.

Practices for the remaining requirements will be managed as follows:

For the Chemicals Company, the Turnaround Planning and Execution Framework will be considered the "B"
practice for this organization.

For the Production Company, the Shutdown Management System (SDMS) will be considered the "B" practice
for this organization.

For the Refining & Supply Company, the existing practices and procedures at each site or area are to be used
("C" practice).

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Milestone Plan:

What it is:

Specifies the minimum expected planning and preparation activities that must be completed `and the
corresponding timing requirements to help ensure a successful shutdown/turnaround. The planning work is
framed around 4 key management stewardships or "gates" - a fifth, post-event "close-out" stewardship is also
specified.

How it is used:

The first step in using this practice is to determine the complexity level of the shutdown/turnaround event. A
guide is provided for this purpose. Note that the result of this evaluation is to be documented in the
Shutdown/Turnaround Basis Memorandum and approved by the Shutdown/Turnaround Steering Committee.

The Shutdown/Turnaround Manager can then use the appropriate column of the milestone plan practice to
determine:

1. The required planning & preparation activities that are necessary to help ensure a successful
shutdown/turnaround. Note that a functional definition is provided for each activity. Activities are
characterized as:
 Mandatory: Must be completed for all shutdown/turnaround events.
 Recommended: Must be considered by the Event Leader who determines if the activity
should be completed as described, combined with another activity or ignored.
 Optional: The activity / deliverable does not have to be completed.
Based on the GRS practice, an event-specific milestone plan is created to guide the planning and
preparation activities.
2. The minimum timing for each of these activities - this is expressed as a "countdown" of t-minus in
months before the shutdown/turnaround event.

Note that the first 3 activities are the responsibility of the line or 'base' organization, not the
shutdown/turnaround teams. These 3 activities need to build into each site's long-range / annual plan cycle.

In all cases, this milestone plan practice represents the minimum standard for shutdown/turnaround planning and
preparation, in terms of key deliverable and timing. Sites can add additional milestones to reflect current local
practices or to deal with usual or unique shutdown/turnaround considerations. For example, one or more
additional planning stewardship milestone or "gate" may be added to review progress for a shutdown/turnaround
with a unusually long lead time for delivery of critical components, or with complex integration with capital
projects.

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Shutdown/Turnaround and/or Event Basis Memorandum:

What it is:

A Shutdown/Turnaround Basis Memorandum (S/TBM) is produced to document the drivers, major work items,
likely critical path, measures of success, organization, and contingency considerations for the upcoming event.
It brings focus on major issues associated with the shutdown/turnaround and drives alignment between
Functional / Business / Site Management and the Shutdown/Turnaround Manager on the shutdown/turnaround
basis. Without this alignment, control of scope, cost and/or schedule could be driven by conflicting individual
or organizational objectives.

When affected by a major capital project, the information in the Shutdown/Turnaround Basis Memorandum is
used at the largest capital project’s Gate 2 to determine if the project and shutdown/turnaround should be fully
integrated.

How it is used:

The practice specifies the minimum required contents for the S/TBM - sites may add more information as
needed. The Shutdown/Turnaround Manager with input typically prepares this document from the various
stakeholders and functional organizations.

As the shutdown/turnaround preparations progresses and the scope of work are further defined, there may be a
need to review & re-issue the S/TBM. A guideline practice is provided to help determine when this should be
done.

Event Basis Memorandum:

Higher-level document prepared to summarize the individual TBM’s into an overall event scope, event
strategies, and event background, including any anomalies or unique situations associated with the event.

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Shutdown/Turnaround Reviews:

What it is:

A number of "cold-eyes" assessments are completed to test if the site is progressing the planning and
preparation work in accordance to the GRS requirements and to ensure that best practices are appropriately
captured, shared and implemented.

There are 5 types of reviews specified in the GRS - sites may elect to conduct additional reviews if needed:

Integrated Kick-Off

(as required) Scheduled following the assigned of event manager. Ensures the organization is
aligned on IFC deliverables, any Gate 1 issues are resolved, lead project objectives
and strategies are completed. Verify compliance with EMCAPS Process for
completion of Gate deliverables and ensure IPF focus areas are appropriately
addressed.

Typically completed at the early stages of scoping and preparation for the
shutdown/turnaround. Ensures the organization is aligned to the
Alignment shutdown/turnaround goals & objectives and is ready to move into the
preparation and preliminary planning stage.

Preparation Typically once the event's scope has been determined and at the start of the
detailed planning phase for the event.

Readiness Completed towards the end of the detailed planning and has for purpose
ensuring that the organization is ready to move into the execution phase of
the shutdown/turnaround.

Close-out Reviews the actual shutdown/turnaround performance against the stated

goals & objectives.

How it is used:

Refer to the Milestone Plan practice to determine which reviews are mandatory, recommended or optional
depending on the complexity of the event.

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The practices specify the objectives of the review, any implementation requirements and the activities or subject
areas to be covered.

Shutdown/Turnaround Reporting:

What it is:

Specifies the minimum contents for the final closeout report for the event prepared by the shutdown/turnaround
team. Where applicable, actual vs. expected performance is outlined & deviations explained. In addition,
lessons-learned, including good practices followed and identified for consideration by the Networks are
outlined. Finally, recommendations for the next shutdown/turnaround of the equipment are provided, for
example, key / extraordinary shutdown/turnaround findings, equipment inspection recommendations, key
considerations for planning, scheduling and work execution.

Note that in some cases, parties external to the site may participate in preparing this report - see Close-out
Review above.

Sufficient back-up material or references must be provided to allow future shutdown/turnaround teams to fully
understand and apply the practices followed during the event, and implement the recommendations for
improvement.

How it is used:

Use the practice as the minimum table of contents for the report and attach back-up material or references as
appendices.

The S/TBM includes a table of specific key performance indicators for the event, showing expected
performance and long-range targets. This table must be completed with actual performance shown and included
in the final report.

Shutdown/Turnaround Steering Committee and/or Event Steering Committee: Turnaround Steering

Committee:

Outlines the minimum required purpose, description (including roles and responsibilities), work process and
diagnostic measures (KPIs - recommended only) for the Shutdown/Turnaround Steering Committee.

Event Steering Committee:

Accountable for all TASC deliverable plus the following:

Owner of integrated event, accountable for the outcome, govern and support’s the integrated team, Ensures
disciplined adherence to prioritized objectives, ensures work process and support systems are integrated and
optimized. Ensures all personnel (company & contractor) are aligned on the objectives and the work processes to be
employed.

How it is used:

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A key responsibility of the Shutdown/Turnaround Steering Committee is to set the environment for a successful
SD/TA activity. Use this practice when developing or updating the site's charter, mandate and process cycle for
this Committee.

Integrated planning & scheduling:

What it is:

Describes the key characteristics of multi-functional integrated shutdown/turnaround plans and schedules:

 (Process / Operations) Systems approach to assembling and developing job plans that ensures that
all work to be executed during the outage is properly integrated
 Process-based scheduling that considers the shutdown and start-up sequence of the operating units
while allowing an expanded "window" for maintenance or project work
 Integration of capital projects into the shutdown/turnaround organization

A functional definition for planning and scheduling is provided for reference.

How it is used:

Sites are to incorporate these characteristics into their detailed shutdown/turnaround planning and scheduling
practices.

Cost estimates:

What it is:

GRS defines a minimum of 3 formal cost estimates to be prepared for each shutdown/turnaround
(sites/regions/affiliates may specify additional estimates).

1. Initial cost estimate

2. Definitive cost estimate
3. Execution (or final) cost estimate

For each of these, the following is provided:

 Minimum information that must be available to complete the cost estimate.

 Estimate contingency level.

How it is used:

Each estimate is prepared once the minimum required information is available. See the Milestone Plan practice
to determine the timing requirement for these estimates.

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For low complexity shutdowns/turnarounds, the definitive and execution estimates may be the same.

Items that are included or excluded in the cost contingency are listed.

Scope restrictions:

What it is:

The practice describes a 3-level process for controlling and restricting the shutdown/turnaround work list.

For each level, the minimum requirements of the change management procedure for work list development are
specified.

How it is used:

Use the GRS practice to develop the site's scope restriction procedures, consistent with the minimum
requirements. See the Milestone Plan practice to determine the timing requirements for the scope restriction
process.

A summary table is also included as an overview of this practice.

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